Change Leadership and Employees’ Commitment: A Case of African Development Bank in Kenya

Abstract

Organizations in the 21st century face major discontinuous change that makes strategic change leadership more difficult and more complex than ever before. This explains why in the modern-day world; management attention has increasingly focused on change leadership. This study views change as fundamental in the current organization and its future direction. Of interest is the complex and dynamic development banking sector in the 21st century, where change leadership plays a very vital role in bringing about banks’ competitiveness, performance improvement and employees’ commitment to change. Consequently, there is need therefore, to ensure that banks have clear change leadership programs that enhance employees’ commitment to change. This research was guided by two specific objectives: to identify change leadership initiatives at the AfDB in Kenya; and to determine the effects of leadership styles in change management on employees’ commitment to change.This study used descriptive research design and data was collected from both primary and secondary sources. The study took a census of the entire population of 100 employees at the AfDB. The data was analysed using descriptive and inferential analysis with aid of SPSS. In conclusion, the researcher identified that change leadership initiatives and leadership styles have an influence on employees’ organizational commitment to change